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2018-2019 Annual Report to the Board of County Commissioners of Miami-Dade County

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2018-2019 Annual Report to the Board of County Commissioners of Miami-Dade County 2018-2019 Annual Report to the Board of County Commissioners of Miami-Dade County December 2019 INTRODUCTION The Children’s Trust submits this annual report in the With the board’s continued strategic and funding statutory format to the Board of County Commissioners guidance, The Children’s Trust released and awarded of Miami-Dade County to summarize our goals and more than a dozen grant opportunities last year for activities in accordance with Section 2-1525(e) of the community services supporting Miami-Dade children, Miami-Dade County Code for fiscal year 2018-19. The youth and families across investment areas. This was a programs, objectives and activities of The Children’s year of significant innovation and growth, as The Trust are consistent with the goals established by Section Children’s Trust launched seven new or revamped 125.901, Florida Statutes, to provide and maintain initiatives. For example, within our Thrive by 5 early preventive, developmental and other services for all childhood investments, updated components include: children’s general welfare; to collect information and • The Quality Improvement System (QIS) statistical data as well as to conduct research helpful to determining the needs of children in the county; and to • Teaching Strategies GOLD® formative child consult and coordinate with other agencies dedicated to assessment supports the welfare of children to prevent overlapping services • Infant and early childhood mental health and to fill critical gaps. Our mission places great emphasis consultation on our role within the community, as does our vision, • Book Club expansion which is one of shared efforts. The Children’s Trust also launched its Parent Club late last year to offer free, countywide workshops on relevant The Children’s Trust partners with MISSION: topics about raising children to be successful, healthy, the community to plan, advocate for and and happy. Events in English, Spanish and Creole, fund strategic investments that improve the available at flexible hours and locations, aim to reach and lives of all children and families in Miami- support large numbers of parents. Dade County. Professional development supports for provider staff VISION: The Children’s Trust envisions a were offered last year, as we rolled out The Trust Academy’s new online learning management system; community that works together to provide the sponsored the Miami International Child and Adolescent essential foundations to enable children to Mental Health and the Zero to Three national annual achieve their full potential. conferences; and launched a needs assessment to better determine supports to offer family service providers. Fiscal year 2018-19 marked the start of new funding The Children’s Trust information technology (IT) system, cycles for most of our major initiatives, including priority known as Trust Central, was awarded the Special investments made through 359 contracts with 213 District’s Technology Innovation Award this year. agencies (see pages 35-37 for list of contracted service Continued data system development and improvements providers and map of service sites) in the areas of: supported The Children’s Trust goal of being a data- • Thrive by 5 Early Childhood Development informed, learning organization. This included the replacement of the school health data system, which • Youth Development increased functionality with a cost savings of more than • Health & Wellness $300,000 annually. The South Florida Business Journal • Parenting named The Children’s Trust Chief Information Officer, • Family & Neighborhood Supports Stephanie Sylvestre, CIO of the year in 2019. • Special Populations For the seventh year, and consistent with The Children’s • Community Awareness & Advocacy Trust history of quality and sound financial practices, our • Program & Professional Development Comprehensive Annual Financial Report (CAFR) as of September 30, 2018, was yet again awarded the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting. 1 The main content of this document (pages 4-34) provides critical services for children and families in our highlights our investments over the past year, including community. With the 12.73 percent increase to ad a description, rationale for investing and program results valorem taxes at the 2019-20 adopted millage rate of for each initiative. No organization that aims at the sort 0.4680 mills, The Trust will also continue to rely on the of results we do can succeed on its own (see our Headline use of its existing reserves to support the funding of Community Results on pages 39-40). Partnerships and program services. The median taxable value for collaborations are critical to improving community-level residential property with a $50,000 homestead indicators. Our coordinated efforts include work with exemption for the 2019-20 tax year is $45.87 versus other funders, policymakers, public and private $43.00 in 2018-19, when using the adopted millage rate children’s agencies, faith-based communities, families, for the applicable year, representing a minimal increase community stakeholders and residents. of $2.87 from the prior year. Spending over the past year has been in line with the For the fourth consecutive fiscal year, The Children’s board’s priorities and the approved budget (see page 3). Trust will budget a net decrease in management Youth development remains our largest investment area, expenses to leverage as many resources as possible for followed by early childhood programs, health and contracted services. The total management expenses wellness, and parenting. The Children’s Trust will decrease over four years is approximately $822,000. The continue to fund an expansive and high-quality portfolio 2019-20 budget reflects management expenses of 6.29 of prevention and early intervention programs for all percent of total expense, an all-time low, leaving 91.3 children, and especially for those at greater risk due to percent dedicated to funding supports for children and family and community conditions. We have continued families. our commitment, both in number and quality, to the full participation of children with special needs in all programs we fund. The Children's Trust 2018-19 Management Letter and Audited Financial Report will be submitted to the Board of County Commissioners upon completion, by April 15, 2020. 2019-20 BUDGET & MILLAGE RATE The approved 2019-20 original budget includes total operating expenditures of $165.1 million, the largest operating budget in Trust history, and total ad valorem A detailed budget is presented for continuing activities, tax revenues of approximately $138.2 million. Prior to services and programs offered by The Children’s Trust the commencement of the fiscal year 2018-19, The Trust (see page 3). The budget aligns with our strategic plan committed to expending at least $28.5 million annually and enables The Trust to fully fund existing programs and and $142.5 million over the 5-year cycle in additional continue to expand services across priority investment funds earmarked for program services for the fiscal years areas in response to great community needs. 2019-23. This five-year commitment continues to emphasize the importance of program spending that 2 STRATEGIC PLAN PRIORITY INVESTMENTS THRIVE BY 5 - EARLY CHILDHOOD DEVELOPMENT FAMILY & NEIGHBORHOOD SUPPORTS • Early child care quality improvement (p. 5) • 211 Helpline (p. 21) • Early child care access for those in need (p.7) • Together for children (p. 21) • Developmental screening, assessment & early intervention • Place-based service partnerships (p. 22) (p. 7) • Countywide partnerships (p. 23) • Early childhood community research partnerships (p. 7) SPECIAL POPULATIONS YOUTH DEVELOPMENT • Children with disabilities (p. 25) • K-5th grade after-school programs & summer camps (p. 9) • High poverty neighborhoods (p. 26) • 6-12th grade after-school programs & summer camps (p. 10) • Special funder collaboration partnerships (p. 11) COMMUNITY AWARENESS & ADVOCACY • Promote public policy, advocacy & legislative agenda (p. 28) HEALTH & WELLNESS • Public awareness & program promotion (p. 28) • School-based health (p. 13) • Promote citizen engagement & leadership (p. 29) • Vision follow-up services (p. 14) • Cross-funder collaboration (p. 29) • Oral health training & preventive services (p. 14) • Food & nutrition services (p. 14) PROGRAM & PROFESSIONAL DEVELOPMENT • Benefits enrollment (p. 15) • Supports for quality program implementation, fiscal & • Injury prevention education (p. 15) administrative functions (p. 32) • Program evaluation & community research (p. 33) PARENTING • Innovation fund (p. 34) • Continuum of care (p. 17) • Universal services (Parenting Our Children newsletter, The ADDITIONAL AREAS OF INTEREST Children’s Trust Parent Club & Read to Learn) (p. 18) • Contracted service providers (p. 35) • Selective services (parenting education & home visiting) • Map of funded program service sites (p. 38) (p. 18) • Headline community results & indicators (p. 39) • Indicated services (family behavioral health) (p. 19) • End notes (p. 42) BUDGET BY PRIORITY INVESTMENT AREA 2018-19 BUDGETED 2019-20 BUDGETED PERCENTAGE DESCRIPTION EXPENDITURES EXPENDITURES DIFFERENCE SUSTAIN & EXPAND DIRECT SERVICES Parenting 17,773,000 17,773,000 - Thrive by 5 (early childhood development) 28,791,017 28,791,017 - Youth development 59,317,832 59,828,817 0.86% Health & wellness 20,779,306 20,779,306 - Family & neighborhood supports 11,688,108
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